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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment

3.82  ·  Rating Details  ·  293 Ratings  ·  17 Reviews
The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have im ...more
Hardcover, 416 pages
Published September 29th 2000 by Harvard Business Review Press (first published September 2000)
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Lori Grant
Mar 29, 2013 Lori Grant rated it it was amazing
A must-read book on execution for knowledge workers, managers, executives, and entrepreneurs.
Dec 02, 2009 Phillip rated it it was amazing
Recommended to Phillip by:
Kaplan and Norton invented the Balanced Scorecard, and this sequel tells how to implement changes the balanced scorecard brings to a business.

"A study of 275 portfolio managers reported that the ability to execute strategy was more important than the quality of the strategy itself!"

"In the early 1980s, a survey of management consultants reported that fewer than 10 percent of effectively formulated strategies were successfully implemented... a 1999 Fortune cover story of prominent CEO failures co
Jan Tik
Nov 28, 2012 Jan Tik rated it it was amazing
This is a critical piece of work that should pass the test of time. In commenting on the value of this book, I'd like to draw some parallels with IT Architecture Frameworks as implemented today.

During the same period that Zachman was developing his IT Architecture Framework, various business and management thinkers were looking for ways to adequately capture the importance of the "intangible" or non-financial assets of the organization. Notable in this respect were the attempts of Yugi Ijiri (Mo
Dec 03, 2011 Stephen rated it it was amazing

The second in a four part series on strategy development and management. Kaplan and Norton do an excellent job of describing the nuances of creating a strategy-focused organization.

Best quotes; "The corporate scorecard should articulate the theory of the corporation" (p. 169); "The formulation of strategy is an art, and it will always remain so. The description of strategy, however, should not be an art [but more science]" (p. 104); "A strategic management system is a communication
Jan 16, 2016 Nigel added it
Given this was written in the late 90's and first published in 2001 the title could be considered rather ambitious for readers post the crisis. Nonetheless the message of focusing employees behind a unifying strategy that encompasses KPI's linked not only to the traditional financial goals but also the other non financial goals that drive the strategy. Of particular interest are the companies that are the subject of the case studies given that a number were failing in commoditised markets e.g. M ...more
Abdullah Alzahim
Dec 13, 2014 Abdullah Alzahim rated it liked it
Shelves: book-summary
I think the title is used as an eye-catcher. I thought this book was about developing world class strategies, but it wasn't.

I think this book is to promote the concept of the Balanced Scorecards and show you examples of companies who tapped into it and used it as driving the strategy rather than just managing the corporate's performance.

If you have a good idea about BSC and want to tap into it, then this book is for you. But, if you are looking for a book about strategies, then look for another
Eric Cuenca
Aug 19, 2013 Eric Cuenca rated it really liked it
A more in depth book than the previous "The Balanced Scorecard", The Strategy Focused Organization introduces new concepts, like the Strategic Map. Not as revolutionary as the first book, its reading will help people searching for more details in some subjects. The chapter dedicated to Mobil by itself justifies buying the book.
February Four
May 16, 2013 February Four rated it liked it
It was unfortunately a re-iteration of The Balanced Scorecard (same author) with more focus on the strategy rather than the scorecard itself. The Balanced Scorecard already covers this, however.
Jan 26, 2010 Barbara rated it really liked it
The Balanced Scorecard can be used in public as well as private organizations, and is a reliable source of growth and change in strategy development and focus within an organization.
Julie Bell
This has very interesting concepts - there are a lot of case studies and it feels very much like a text book (of course, it should).
Nikola Vojtek
Sep 01, 2013 Nikola Vojtek rated it really liked it
This book offers better approach than the first one because explains some steps for acheaving strategy through balanced measures.
Oct 22, 2007 Hesty rated it liked it
contoh-contoh yang di muat emang sangat membantu tapi tiap perusahaan bisa menyusun sesuai dengan strategy yang diterapkan.
Feb 01, 2008 Tommy rated it really liked it
A classic for anyone who works in an organization with more than 10 people.
Major Doug
Jul 31, 2013 Major Doug rated it it was ok
may work in the commercial market; doesn't seem to apply in government
Scott Couchenour
Chapter 2 is the significant chapter for me.
Leonidas Vasquez
Aug 12, 2014 Leonidas Vasquez rated it really liked it  ·  review of another edition
muy bueno
Jul 13, 2011 Dunq rated it it was amazing
good idea
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May 25, 2016
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Robert S. Kaplan (born 1940) is Baker Foundation Professor at Harvard Business School, United States, and co-creator, together with David P. Norton, of the balanced scorecard, a means of linking a company's current actions to its long-term goals. Kaplan and Norton introduced the balanced scorecard method in their 1992 Harvard Business Review article, The Balanced Scorecard: Measures That Drive Per ...more
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“If those at the top are not energetic leaders of the process, change will not take place, strategy will not be implemented, and the opportunity for breakthrough performance will be missed.” 0 likes
“To achieve such intense strategic focus the organizations had instituted comprehensive, transformational change. They redefined their relationships with the customer, reengineered fundamental business processes, taught their workforces new skills, and deployed a new technology infrastructure.” 0 likes
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